Ron Collins
Vice president supply chain, University of Tennessee Medical Center, Knoxville, Tenn.
University of Tennessee Medical Center is a standalone academic level one trauma system with a robust day surgery center, wound care center and various offsite physician offices representing more than 125 physicians; 581 beds; $130 million in supply spend.
With a background in public accounting and internal auditing, Ron Collins joined the University of Tennessee Medical Center in 1998. Starting in the health system’s home care services division, in 2007 he transitioned into a supply chain role. Today, he is responsible for oversight and direction of supply chain, including procurement, distribution, and value analysis.
The Journal of Healthcare Contracting: What has been the most challenging and rewarding project you have been involved in recently?
Ron Collins: One of the most rewarding projects has been helping to implement a comprehensive joint-replacement project, resulting in seven-figure savings while maintaining physician choice. Another project has involved improving patient throughput while optimizing the use of fewer staff. Using Lean methodologies, our team ensures equipment and supplies are available when needed, without waste of both products and staff time. In addition, over the last 24 months I have participated in the evolution of our GPO’s (Premier, Inc.) comprehensive committed program, ASCEND. The program has grown in participation and become very efficient in awarding first-rate contracts, all while reducing costs. We also participate in a regional purchasing organization network called Capstone Health Alliance. This network provides an opportunity to work with hospitals in similar demographics to share ideas in areas like value analysis. Finally, I have had the privilege of chairing the value analysis team, and the material management advisory group, for Capstone over the past couple of years.
JHC: Describe a project you look forward to implementing in the next year or two.
Collins: Similar to our ortho program, we are embarking on a comprehensive spine initiative that should result in similar savings. We have been meeting with our physicians for the last couple of months, and I am very pleased to see the level of collaboration based on the actionable data we’ve been able to provide. The initiative is designed to maintain physician choice while optimizing our costs. Additionally, I have been selected to pilot a new concept for our system – the Innovative Council. The Council, which is comprised of our staff level team members, has been charged with providing direct input to improve operations, eliminate waste, and improve employee satisfaction. The healthcare environment changes constantly, and we need to be able to adapt quickly and thrive.
JHC: What is the most important quality you look for in a supplier partner?
Collins: We value companies that help us improve patient care, eliminate waste and work seamlessly with our physicians and clinicians. One of our local Abbott representatives has done a particularly stellar job for our cath lab.
JHC: What is the greatest change we can expect to see in healthcare contracting in the next five years?
Collins: We should continue to see greater alignment and transparency among physicians, suppliers and health systems. This should provide the best products, resulting in the greatest possible outcomes for our patients. We will also look for greater integration with our distributors and increased support from our GPO, leading to greater efficiency in physician preference product lines.